Best fried oyster omelette/oh luwak.. more

7 year old Jake's entire family was murdered
and now at 17, Jake ......more

Thursday, 4 August 2016

Cabin crew month celebration (August)


Anonymous said...

Are the FSS with nametags like P drivers..on probation?

So many in the video.

Janey said...

Hi Bohtong,

I may have seen it wrongly.. Out of curiosity, may I know who in SIA wears the gold tie (similar to the cabin crew)? Inflight Auditor?


Boh Tong said...

Janey it is the Inflight Auditor.

7th Month ghost... said...

An interview with a CEO...

Seventy-five percent of our people are millennials,
and the median age of an employee —believe it or not—is 29 years old.

Purpose has become incredibly important to them. What we learned is that
young people want to do good as well as do well. They really do want to
come to work thinking that they’re going to do something that matters.

So our purpose is “ building a better working world”—I wear a shirt
that says that right on it. And this has to be authentic and has to be
built into the business, not just your charity work or your
corporate social responsibility work.

What else do millennial workers want?
They want to be engaged. They still care about compensation.
But the single biggest factor for them in wanting to be somewhere is flexibility.
It’s not pensions, it’s not health care, it’s not things we would have thought of.
And they tell us time and time again they will go somewhere else if they don’t
feel they have a flexible work lifestyle.

Flexibility means not just the traditional flex work arrangements.
It also means just the flexibility to go ahead and be able to go to your
kid’s soccer games or care for an elderly parent and not have to be clocking
in over a certain period of time. And it means also being able to work from
different locations with mobility and not having to be in an office 24/7.

So we’ve changed. We have more flexibility about teleworking and things like that.
But, as importantly, I built our strategy around this concept of high-performing teams.

So there are limits to how flexible work can be?
Well, there are limits. But if you have a team that respects flexibility
and you’re very transparent about when you’re available and when you’re not,
all of a sudden you can meet the needs of the client.
That’s unlike in the past, where everyone had to be there, or where it was
one or two people and not a team who was responsible.
And so this teaming is a crucial element of providing the flexibility for the millennials—and,
I think, of the future of success in all businesses.

Has the fact that you’ve worked other places helped you connect better with your young workers?
I’ve changed our value proposition. In the old days it was:
“You come. You stay with us. You work with us. You get a pension.”
Today we know our people are not likely to stay with us for their careers.
They’re going to have five, six, seven jobs throughout their careers.

And so we want them to come and be trained here, get the seal of approval,
so to speak, coming through our training and development programs and experiences.
And wherever they go, they’re part of the extended family. We have 850,000 alumni around the world.

That’s a very different way of thinking, compared to the days when companies
thought the best employee was the one who stayed 30, 35 years.
That employee is gone. Millennials, they’re going to move around;
they’re going to experience different things. Why am I a believer
about this and impassioned about it?
We have what we call boomerangs: people who go, get experience in industry,
and then decide they want to come back. In the old days it was like: If you leave, you’re dead to us.
I don’t think you can operate that way today.

You’ve got to make people want to stay with you because of the experiences you give them, the training, the development, and how their personal brands improve.
If you can keep them, great. If you can’t, then hopefully they’re a great representative of you, an ambassador of you out in their new jobs.

Which makes it easier for you to bring in new people in the future?
And work.

And new work assignments from your alumni as well?
Yes. So that’s really an enlightenment from realizing the millennials are going to do this anyway and feeding into it, as opposed to trying to stop them from leaving.

Could this be SQ's CEO?

Anonymous said...

I don't think the SQ CEO reads anything from Bloomberg. He's busy reading GQ instead ! Tony Fernandes understands his employees better.

Anonymous said...

The air traffic landing rights and agreements have already been sealed.
The aircraft bought
The supporting equipment is there
The operations run as smooth as can be

There is too much focus on profit & loss
and too little on developing the last mile delivery.
That is the human being required to talk, listen and serve
the customer.
That is the human being that interacts with each other.

SQ seems to forget, ignore, disregard and has assigned human-ness
to a very low priority.

Pokemon is here said...

Singaporeans lack the human touch...need their causeway cousins to teach them. no need to act like machine when serving passengers.Not everything is about numbers.